this is the portfolio of siobhan harris · 917.975.2721 | [email protected] siobhan harris...
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Project: Mobile collateralclient: bnY Mellon, asset servicing
Design, layout, art direction
Project: social MeDia Designclient: bnY Mellon, corPorate social resPonsibilitY
Design, layout, art direction
Project: environMental graPhics, levi’s staDiu,client: bnY Mellon
art direction, design, typography
Project: website reDesign, bnYMellon.coMclient: bnY Mellon
art direction, collaboration with Frog Design
Project: website Design For wPc’s reits, careY waterMark investors anD cP®a:17 - globalclient: w. P. careY & co. llc
art direction, project management
Project: PostcarD Design client: w. P. careY/ cPa®:17 - global
art direction, layout, project management, fullfillment management
Project: brochure Design client: w. P. careY/cPa®:17 - global
art direction, layout, project management
Investment portfolio in progress
This Investment Portfolio Update does not constitute an offer to sell or a solicitation of an offer to buy any securities described herein. Only the prospec-
tus makes such an offer. The use of this material is authorized only when it is accompanied or preceded by a CPA®:17 – Global prospectus. This sales and
advertising literature must be read in conjunction with the prospectus in order to understand fully all of the implications and risks of the offering of securities
to which it relates. No offering is made except by a prospectus filed with the Department of Law of the State of New York. Neither the Attorney General of
the State of New York nor any other State regulators have passed on or endorsed the merits of this offering. Any representation to the contrary is a criminal
offense. Carey Financial, LLC as Dealer Manager.
These properties represent CPA®:17 – Global’s investment portfolio as of September 2011.
47 tenants • 19 industries • 9 countries • 36 states • 24 million square feet
How does CPA®:17 – Global build a portfolio of properties striving to generate income for its investors? 1. Careful underwriting: our acquisitions team diligently analyzes all transactions, which then generally require the separate and final approval of our independent Investment
Committee. 2. Tenant evaluation: we seek to build long-standing relation-
ships with creditworthy companies with sound business plans that we believe will continue to pay us rent ten and twenty years down the line. 3. Long-term leases: we typically secure 10- to 20-year leases
on facilities key to a tenant’s ongoing operations, and seek
to include periodic upward rent adjustments in our leases.4. Diversification: we strive to diversify by tenant industry,
property type and region so that our overall performance should not be materially impacted by economic downturns
of any one industry, property type or region. With CPA®:17 – Global, W. P. Carey’s current non-traded
REIT offering, we seek to generate income and preserve the
wealth of our investors.
Risks
As with any investment, this offering in-volves certain risks, which are detailed in the Risk Factors section of the Corporate Property Associates 17 – Global Incorpo-rated (“CPA®:17 – Global”) prospectus. In particular, you should consider the following risks before you decide to purchase our securities:• There is no guarantee that we will meet our stated investment objectives and our distributions are not guaranteed.• The recent financial and economic crisis adversely affected our business, and the continued uncertainty in the global economic environment may adversely affect our business in the future. • Our advisor may be subject to conflicts of interest. We pay substantial fees to our advisor based on factors other than the quality of services provided. Our fee structure may encourage our advisor to make investments with increased leverage or to make riskier or more speculative investments. In addition, we, our advisor and Carey Financial, LLC, the dealer manager, are affiliates with some common management, and agreements between us and our affiliates are not arms-length agreements.
• We have had limited income. We have not yet invested all of the proceeds of our initial public offering or identified the properties to be acquired with the pro-ceeds from this offering, which makes this a “blind pool” offering with respect to the proceeds of this offering. You will be unable to evaluate our entire invest-ment portfolio prior to your investment.• There is no public market for our shares. If you have to sell your shares in the initial years of the program, you will most likely receive less than $10.00 per share.
• Our failure to continue to qualify as a REIT would adversely affect our opera-tions and ability to make distributions.• Our aggregate distributions since inception have exceeded our earnings and our adjusted cash flow from operat-ing activities and have been paid, in part, from offering proceeds. Future distribu-tions may also be paid from offering proceeds, borrowings and other sources, without limitation, particularly during the period before we have substantially invested the remaining net proceeds from this offering, which would reduce amounts available for the acquisition of
properties or require us to repay such borrowings, both of which could reduce your overall return. Please see our pro-spectus and periodic reports filed with the SEC for additional information about the sources of our distributions.• You will experience substantial dilution in the net tangible book value of your shares equal to your shares’ proportion-ate share of the costs of the offering. • Our board of directors may change our investment policies without stockholder approval, which could alter the nature of your investment.• Shares of our common stock are subject to a 9.8% ownership limitation that is intended, among other purposes, to assist us in complying with restric-tions imposed on REITs by the Internal Revenue Code.
• Payment of fees to our advisor, and dis-tributions to our special general partner, will reduce cash available for investment and distribution. Please see the “Man-agement Compensation” section of the Prospectus for a discussion of the fees during the organization and offering, acquisition, operational and disposition/liquidation stages of the offering.
Contact InformationCarey Financial, LLC as Dealer Manager 50 Rockefeller Plaza New York, NY 100201-877-WPC REIT (972-7348)
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kLa
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tion
Sabre
Industr
ies
Schnellecke
Life Time Fitness
Frontier Spinning Mills
Kronos Products
The New York Times Company
Tesco plc
National ExpressOBI Group
Mori SeikiUS OncologyCurtiss-Wright
Angelica
TDGSpringHill Suites
JPMorgan Chase
Eroski
Sun Products
NEU
CA
Ever
last
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Gra
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Flin
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Serv
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Mer
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care
Dolla
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Distribuidora de Televisión DigitalWalgreens
Forte
Terminal Freezers
C1000
Harbor Freight Tools
Flanders Corporation
A-American Self Storage
Alamo Self Storage
Cantina Laredo
Dick’s Sporting GoodsHellw
egICF Consulting
Mercury Partners
U-H
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Spear
Faurecia
Project: translucent cover wraP For wall street journal euroPe client: w. P. careY & co. llc
art direction, layout, production
Project: coMMitMent DocuMent client: kPMg llP
art direction, layout, production management
Project: ProPosal to serve the new York Public librarY client: kPMg llP
art direction, layout, production
Project: AnnuAl reviewclient: Deloitte touche tohmAtsu
art direction, layout, photography, photo retouchingwinner: iabc gold Quill award of Merit: Print Publication and Publication Design
Project: PhotograPher’s Quick start guiDeclient: Deloitte touche tohMatsu
art direction, layout, copywriting
Project: biD ProPosal MethoDologYclient: Deloitte touche tohMatsu
Design, layout, art direction, project management
�
The proposal manager’s handbook
Get ready to win
�
�
PhaseStep
Summary
PrepareMobilize
Understand
Plan
1.
2.
3.
Decide whether or not to pursue the opportunity and get the team off on the right foot
Get under the skin of the client and use the opportunity to better Deloitte’s comparative
competitive position
Develop a winning value proposition and make sure everyone on the proposal team understands
who is doing what, and that the process maximizes client face-time
ExecuteInteract
Articulate
Present
4.
5.
6.
Take every opportunity to demonstrate our credentials, improve our understanding, and test The
Deloitte Difference with the client
Draft the document, circulate and incorporate changes, manage production to meet the
client’s schedule
Agree presentation focus, decide Deloitte participants and presentation medium, and plan for at
least three rehearsal rounds
Win
Follow-up
Capitalize
7.
8.
Follow-up while the decision is being made and continue client contact. Act immediately
whether you have won or lost
Make the most of your investment by debriefing the team and the client, learning from what the
client tells us, and developing an ongoing strategy to win work from the client
1. Mobilize
2. Understand
3. Plan
4. Interact
5. Articulate
6. Present
7. Follow-up
8. Capitalize
Win
Engage
the client
Execute
Prepare
Introduction
As its name implies, this Handbook is specifically designed to
support the manager of a competitive proposal.
The proposal manager’s overall role is to “make it happen” and help
the team to win. You may be a member of the engagement team or
a proposal specialist but the essential feature of your role is to support
the lead partner and other client facing members of the proposal team
in generating the proposal document and maximizing the quality and
quantity of their interactions with the client.
This is achieved through:
Rigorous up-front planning
Built-in flexibility
Clear definition of roles and responsibilities
Effective management of back-office support
Keeping fee earners focused on client relationship activities
Intelligent use of proposal support tools and the Global Proposals
Network.
Tools, training, and support
As proposal manager you likely have prior practical experience in pro-
posals, but may be unfamiliar with this material. There are members
•
••••
•
of the Global Proposal Network in every member firm that are available
to help you throughout the process. Your local Clients & Markets or pro-
posal support team may also provide training in the Deloitte Approach to
Proposals, which can help you gain a thorough understanding of the tools
available to support your team.
In addition to this Handbook, there is a considerable body of material to
help you succeed:
Global Proposal Gateway – contains all the tools referred to in this
Handbook and many others in downloadable form, proposal docu-
ment templates and examples of other collateral material, a growing
store of tips, tricks, third party material, and useful links to other
Deloitte resources
The Deloitte Approach to Proposals (DAP) – the encyclopedia of the
network’s accumulated knowledge and experience of proposals
The Deloitte Approach (“TDA”) – DAP forms one part of the wider
opportunity and account management guidance included within
TDA. You can find additional helpful material, explanations and guid-
ance in TDA
Existing member firm proposal support tools.
This Handbook, the other resources, and your network of colleagues are
here to help you help your team to win. Please use them!
Visit the Deloitte Proposal Gateway at
www.deloitteresources.com/proposals
•
•
•
•
Executive summary
Relationships are key
Win or lose, proposals are hard work and there is no cutting corners. Whilst
the usual professional services model relies on partners delegating work to
a pyramid of managers and staff, in the proposals environment the pyramid
no longer applies because relationship building cannot be delegated. Thus,
it is up to the proposal manager to ensure the team stays focused on client-
facing activities throughout the process.
Think like a buyer, not like a salesperson
Your team can significantly increase Deloitte’s chances of winning by view-
ing the proposal from the client’s perspective. This means understanding
how the buyer is feeling every step of the way and applying the “So what?”
test to everything we say or write. The “So what?” test is about taking
every feature of the team, the solution and the proposal document itself
and questioning how it benefits the client in the context of this specific
opportunity. If you can’t come up with a relevant benefit to the client of any
feature you propose to discuss, take it off the agenda.
Common proposal characteristics
We have identified three phases that characterize all proposals: prepare,
execute, and win. These are equally important – a lack of preparation makes
Deloitte look chaotic; poor execution is embarrassing and destroys our
brand; and failing to win or at least take advantage of the rapport we build
through the proposal process means we don’t capitalize on the time and
money we have spent pursuing the opportunity.
The wheel will help you to navigate throughout this handbook.
TOP TIP: Clients base their selection of service provider on the whole proposal process, not just
the document or presentation. Everything counts, leave nothing to chance.
Within each phase there are a number of steps. The appendix to this Handbook provides a checklist for each of these steps and highlights the supporting
tools available on the Global Proposal Gateway – www.deloitteresources.com/proposals.
�
�
4. Interact Make the most of client meetings
Leave nothing to chanceWhether or not there is a formal presentation during the proposal, you should prepare for every interaction as if it is your only opportunity to present: you never know when the client is going to change or halt the process. All client interaction including phone calls, e-mails, letters, or site visits are vital opportunities to gather intelligence about the opportu-nity, the real decision-making process and politics and the stakeholders. You should also use these interactions to test the Deloitte team structure and promote the value proposition with the overall objective of increas-ing preference for Deloitte.
Be proactive with the client, e.g., whom and how many people you would like to meet, also which client sites you would like to visit.
Ask yourself these questions to help develop your agenda and send the draft agenda to the client beforehand, inviting them to add, subtract, or amend:
Why has the RFP been issued?How is the decision being made?Who is making the decision?Can we meet the decision-makers? What personal stake do they have in the process? What characteristics would the client like to see in the core team?Does the client have particular service delivery expectations?We are building our approach on three themes: X, Y and Z – do these capture the client’s needs?What will it take to win?
Use the tool “Questions to ask in client meetings” from the proposals website to help develop your agenda.
During an interaction, emphasize strengths which are relevant to the stakeholder you are meeting, such as:
Industry knowledge - consider inviting our global leadershipUnderstanding of the clientExperience of the issue or projectVendor relationships – with SAP for exampleBrand benefit – where Deloitte is recognized in the market as strong in an area of focus for the clientOur understanding of political or personal agendasSpecialists from other member firms to demonstrate our network.
For each client meeting, you should also ask yourself if the person you are meeting is a decision-maker.
••••
•••
•
•••••
••
Close and follow-upClose every meeting by confirming that the stakeholder is happy for you to come back with additional questions. This provides you with ongoing opportunities to communicate The Deloitte Difference, gather intelli-gence, and build relationships. Other opportunities to communicate our messages will include:
Off-line briefing meetings with coaches and advocatesInformal communication, e.g., conversation after meetings or on the phoneAll written communication including informal emails to client contactsFormal presentationsClient references and credentials you use to demonstrate key at-tributes of our proposition or teamClient-facing involvement of specialists or senior members of our management team.
Wherever possible, use the client’s language from their published material unless it conflicts with our brand.
Develop a brand for use throughout your proposal activitiesDepending on time and budget, design printed material specifically to support the value proposition:
Involve graphics specialists early to establish a high quality and differentiating visual identity Insist on absolute consistency of the “look and feel” of all Deloitte materialEstablish a simple, logical, and clear editorial style for all communicationsStructure all communications so our messages are clear to the client.
••
•
••
•
•
•
•
•
TOP TIP: Client meetings, not the proposal document, are typically the most influential aspect of proposals, culminating in the presentation. Do your basic fact-finding at the office, not during meetings on the client’s time. Use meetings to demonstrate our commitment, build rapport, and add value, making sure that full advantage is taken of the opportunity to meet stakeholders outside the home country.
Maximize frequency and value of client interactions:
Take all opportunities to interact with the client to:Raise Deloitte’s profileIntroduce members of the team to client counterparts to build trust
Focus on:Gathering additional informationIdentifying potential challengesValidating our solutionCommunicating the value propositionInfluencing the decision-makers and the buying process, for example by biasing selection criteria toward our strengths
••
•••••
Phase II: ExecuteTake the lead
1. Mobilize
2. Understand
3. Plan
4. Interact5. Articulate
6. Present
7. Follow-up
8. Capitalize
W
in
Engagethe client
Execute
Prepare
16
17
1. Mobilize Qualify the opportunity and alert the network Appoint a lead partner and proposal managerAnalyze the Request for Proposal (RFP) and understand the opportunity
Carry out independence / risk assessmentCommunicate receipt of RFP and consult within Deloitte on go / no go
decisionIf you decide to pursue the opportunity, perform member firm accep-
tance procedures
□□□□
□
Go, no go matrixInitial questions to clientKick off meeting agendaGlobal Proposal NetworkGlobal Proposal Network Activation ToolGlobal Proposal PrinciplesGlobal Industry LeadersGlobal Function LeadersGlobal IndependenceDirectors of IndependenceDeloitte Entity Search and Compliance (DESC)D1000 list
D300 listGIRSPractice profilesOffice locations Member firms’ intranet
□□□□□
□□□□□□
□□□□□□
Select the teamMobilize relevant parts of the networkAssess and select the proposal team best placed to win the opportunity
Select additional specialists to support the proposal process
Allocate responsibilities for the proposalBring together the core and support members to launch the team, to
share understanding, and allocate responsibilities
□□□□□
2. UnderstandKnow the client
Draw on existing relationships with the client throughout Deloitte to
understand the client, its operations, management, and culture
Use accumulated network expertise to analyze the industry
□
□Understand the buyers Competitor analysisCompetitor SWOT analysisGlobal quals databaseGlobal industriesIntellinet (research tools)Deloitte Research
□□□□□□□
Understand the opportunity Place the opportunity in client’s commercial context
Analyze the buying process and identify scope to influence it
Assess stakeholders’ value perspective, power, preference, and part and
focus efforts on those with a strategic or political perspective
□□□
Assess Deloitte’sposition Determine resources for the engagement Assess Deloitte “fit” for the opportunityReview relationship maturity Assess team strength, client knowledge, and understanding of the op-
portunityDetermine Deloitte’s comparative competitive position
□□□□
□3. PlanEstablish the strategy
Set overall direction based on objectives for the process
Respond to strengths and weaknesses of our competitive position
Take account of phases and criteria of the buying process
Develop The Deloitte Difference—our value proposition and the mes-
sages that support itPlan competitive tactics to promote objectives and The Deloitte Differ-
ence
□□□□
□
Proposal manager’s checklistMini project planGlobal communications frameworkDeloitte OnLineEvent calendar for industries
□□□
□□
Communicate our value proposition Create the communications plan and determine how to deploy our
messages
□Develop the tactical plan Develop the action planDocument, agree, and communicate the plan
Allocate responsibilities and manage the planUpdate the plan as the process unfolds
□□□□
Appendix Proposal manager’s checklist4. InteractPursue the relationship strategy Develop clear objectives for each client meeting
Maximize frequency and value of meetings to increase preference for
Deloitte
□□
Questions to ask in client meetingsClient meeting debrief
□
□
Prepare each interaction Understand the power, preference, and part of stakeholders at every
meetingSelect participants from appropriate Deloitte member firms
Prepare meeting content and supporting materials for each stakeholder
□
□□Use meetings to increase preference Improve understanding of stakeholders, internal politics, and the
opportunityDemonstrate credentials of meeting attendees, wider team, and
DeloitteTest suitability of team and power of The Deloitte difference
□
□
□Evolve our proposition with each interaction Debrief after each meetingFollow-up outstanding pointsLook for opportunities to make additional contact with the client
□□□5. Articulate
Create the proposal document Develop an agreed document structure and contents and agree respon-
sibilitiesDraft the document and edit for “one voice”Circulate and incorporate changesManage production allowing a 24 hour cushion
□
□□□
Document brainstorm agendaProposal document guidelinesWorld-class proposalsReferring to DTTDTT facts and figuresGlobal Functional Rate CardsBrand Space – proposal guidelines
Third-party English language proposal specialists
□□□□□□□
□
6. PresentDecide the presentation approach Agree presentation focusDecide participants from Deloitte member firms
Decide presentation mediumFocus on behavior as well as content
□□□□ Presentation brainstorm agenda
Presentation question bankRehearsal evaluation guide for presentation
□□□
Prepare and rehearsePrepare presentation contentDevelop answers to likely questionsLook for opportunities to increase preference
Rehearse at least three times, once in front of a panel
Agree attire and arrangements for traveling to presentation venue
togetherDebrief after the presentation
□□□□□
□7. Follow-upMaintain focus prior to the decision Plan the post-presentation, pre-decision communication strategy
Follow-up any outstanding items from the presentation
Continue client contact, especially with coaches and advocates to help
them promote Deloitte
□□□
Presentation debrief□Act decisively following the decision Act immediately whether you have won or lost
If successful, begin to implement
□□8. Capitalize
Conduct a full debrief and develop an account strategySolicit feedback from the clientAssess Deloitte’s performance Feedback to the core account teamCapitalize on your investment by developing a Deloitte Approach ac-
count strategyCommunicate lessons learned to improve the Deloitte Approach to
Proposals
□□□□
□
Proposal debrief form□
Prep
are
Exec
ute
Access proposal tools and links at the Global Proposal Gateway – www.deloitteresources.com/proposals.
Win
Actions Tools
Actions Tools
Actions Tools
Actions Tools
Actions Tools
Actions Tools
Actions Tools
Actions Tools
Project: variousclient: newington croPseY cultural stuDies center
Design, layout, art direction
PANEL DISCUSSIONS
Thursday, November 10THE AUTHENTIC IN ART IS THIS IDEA RELEVANT TODAY?PANELISTS— Ted Prescott, sculptor and art critic; Mako Fujimura, painter, founder of the International Arts Movement; Denis Donoghue, author, professor, New York University; Steve Assael, painter
Wednesday, November 16 ART FOR THE BEGINNING COLLECTORPANELISTS— Gavin Spanierman, Spanierman Galler-ies, New York City; Maureen Mullarkey, painter, collec-tor and writer; Phil Alexandre, Alexandre Gallery, New York City; Richard Davidson, collector
A brief reception will follow.
JAMES GARDNER, art critic for the New York Post, will moderate both panels.
ADMITTANCE TO THE PANELS IS FREE WITH MUSEUM ADMISSION
$10 ADULTS, $8 SENIORS, $6 STUDENTS
MUSEUM GALLERIES ARE OPEN UNTIL 6:30 P.M.
RESERVATIONS REQUIRED, PLEASE CALL (212) 260-0176
CO-SPONSORED BY
6:30 P. M . AT THEDAHESH MUSEUM OF ART AUDITORIUM580 MADISON AVENUE, NEW YORK CITY
Newington CropseyCultural Studies Center
fall 2
005
AbrAhAm LincoLn in new YorkThe NewiNgToN-Cropsey CulTural sTudies CeNTer
2006 presideNTs’ day leCTurepresented byhAroLd hoLzerAuthor of LincoLn at cooper Union
the Speech that Made abrahaM LincoLn preSident winner of the 2005 Lincoln PrizeSunday February 19, 2006 at 3:30 p.m.
The NewiNgToN-Cropsey FouNdaTioN
25 Cropsey Lane, Hastings-on-Hudson, N.Y. 10706R.S.V.P. Acceptance only by Friday February 17th (212) 260-0176
AUTOBAHNdaFEBlack Valentine 2009
February 14, 9:00 p.m. National underground
159 East houston street new york, ny
www.autobahndafe.com
friday
14 august
9pm at
fat baby
112 rivin
gton
nyc
Project: ProMotional Posters client: autobahn Da Fe
art direction, layout, project management
M I X E D W I T H A K I S S I N C O N E Y I S L A N D , U S A
S E X C A M A I D M I X O L O G Ypresents
s irenHONEYED
the
sweet
DIABLO
M I X E D W I T H S A S S I N C O N E Y I S L A N D , U S A
S E X C A M A I D
M I X O L O G Y
presents
NymphNaughtythe
S E X C A M A I D M I X O L O G Y
presents
M I X E D W I T H A W I N K I N C O N E Y I S L A N D , U S A
Project: Packaging Design client: the sexcaMaiDs/coneY islanD MerMaiD ParaDe
art direction, design, layout
Project: ProMotional Postersclient: union hall DraMa club/scriPt tease series
art direction, design, typography
Project: Packaging Designclient: slave to the grinD coFFee roasters
Design, layout, art direction
MOCHAJAVABold. Rich. Complex.
B O OT W E A R
HAYSTACKhome & body
STROMHAUScapital management, llc
logo Design
kasbahkargo RANGOON
marine services
Project: Packaging Designclient: rote FarM relish
Design, layout, art direction
Project: logo Designclient: the new York citY halloween ParaDe
art direction, design, typography
w w w . b e l l w e t h e r s t u d i o . c o m